Posted on: 6th March 2026, by Tracey Wright
International Women’s Day can sometimes feel uncomfortable to write about as it focuses on just one group but, highlighting women once a year in this way does not mean failing to support others. We can, and should, be inclusive to all.
There is always a risk of sounding worthy or implying that nothing has changed for women. At least in the UK that simply is not true, and specifically in the telco industry.
There are many amazing and successful women in our industry, possibly more in senior roles than we have ever seen. For many of us, opportunities have improved, attitudes and culture have shifted, and I would be the first to acknowledge how far we have come in the thirty or so years since I joined telecoms.
However, that does not show the full picture.
When you look at the background of many who have reached the very top of their careers, they often followed traditional routes, studied at strong universities and perhaps built early careers in professions such as law or finance before moving into senior leadership roles. That path makes sense and works for many.
But for someone starting from a different vantage point, it can be harder to relate. What is the path for an office junior with few qualifications to become a senior executive? Of course it can be done, but the path is not so clearly mapped out and the role models are not always obvious.
Sharing stories of how others have navigated their careers can make a real difference. Even more powerful is having a mentor who understands your starting point and can help you see what might be possible.
On the surface, the overall number of women in telecoms does not look too bad. What that headline figure does not show is the type of roles being filled. Based on my experience working across many organisations, women are often well represented in marketing, sales, HR and service functions, but less so in technical, engineering and management roles.
In my last five or six recruitment campaigns for technical positions, the ratio of women applying has been roughly one in eight. That is not a scientific study, but it is a consistent pattern we have observed.
Why does this matter? Because we are facing a skills shortage in technology roles here in the UK. If we are not encouraging and retaining talent from the entire pool, it will be extremely difficult to meet our future ambitions. This is not just a fairness issue, it is a commercial and strategic one.
There is also a longer-term consideration. Some of the roles currently more heavily populated by women are also those being most transformed by automation and AI. If we are not careful, we risk reinforcing imbalance at precisely the point when the employment landscape is shifting again.
That said, not everyone is chasing the rare CEO position. Realistically, there are only so many of those roles to go around anyway. For many people, men and women alike, the goal is a fulfilling career that allows them to stretch and grow without feeling as though they have to tear themselves into pieces simply to survive daily life.
This is not a gender specific challenge. However, we cannot ignore that many women experience additional pressures at the very stage of life when their careers expect them to lean in and capitalise on their experience. Caring for ageing parents, children, navigating menopause, dealing with relationship breakdown, these often coincide with peak professional responsibility. That is when the pressure hits, and when some choose to step away or feel that opportunities begin to narrow.
Industry research has highlighted mid-career as a critical point where women can feel progression slows and support reduces. Whether through choice or frustration, many leave at that stage. From a business perspective, that represents a significant loss of skills, knowledge and experience.
This is where flexible approaches by employers to changing employee needs and developing a supportive network can have a massive positive impact to an individuals’ ability to stay in roles and the industry they enjoy.
Firstly, flexibility should not be reserved for women with traditional caring responsibilities. Once it becomes normalised to need to juggle commitments, whether children, pets, fitness goals or volunteering, everyone benefits. As employers, our actions can have a far wider impact than we might first imagine, reaching beyond our own organisation into families and communities.
Perhaps there is a routine meeting that clashes with the school run, or an expectation for after work drinks to be considered part of the team. Those are simple to fix but can have a huge impact on culture and inclusivity.
I am realistic enough to know that full flexibility is not feasible for every organisation or every role. But where it is possible, it should be considered carefully. Combined with better awareness of women’s health and other life stage challenges, it is simply good business sense.
Secondly, we all need supportive networks in our lives. This is one of the reasons I co-founded a Women in Telecoms group as part of the trade association, Comms Council UK.
It is not about excluding anyone. It is not about special treatment. It is about creating a safe space where individuals can share experiences honestly, learn from one another and build confidence in a supportive environment. It is a space to talk through challenges, to develop skills in an environment that suits different personalities, and to inspire others to see what might be possible.
The thing that gives me the most pride is watching the community support one another, seeing how friendships and alliances are formed. To be honest it has come as a surprise how quickly it has grown in a relatively short time and that surely is the strongest sign that at least for now it is a needed and valued community.
I am sometimes asked whether we will always need a Women in Telecoms group. On that question, I am genuinely torn.
It would be a wonderful day when we no longer feel the need to discuss gaps, barriers or challenges and in some organisations that is true already. But communities form naturally around shared experience. My suspicion is that the topics will evolve, the focus will shift and the outreach will adapt, but some form of community will always exist because people value connection and support.
It is also, quite simply, enjoyable to be involved. Bringing industry people together for good conversation, sharing potential opportunities, and a few nibbles is always a positive thing.
Finally, in support of this year’s theme on giving, I am proud to act as a mentor through the Institute of Telecoms Professionals. My current mentee happens to be female, but that is not a requirement. What matters is being able to support someone at a pivotal stage in their career as they explore what their future could look like. That sense of supporting and giving back is something I value enormously. This is not a purely altruistic pursuit; the conversations are just as valuable to me.
So on this International Women’s Day, my message is simple. Recognise the progress, in the UK and specifically our industry, it has been significant. But let’s not be complacent either. Be honest about the areas that still need attention. Keep striving, inspiring and supporting one another. Not as a gender debate, but as a practical, human approach to building a stronger industry for everyone.
To read more about the challenges of retaining women in the workforce I highly recommend reading the Lovelace Report by Oliver Wyman.